Page 21 - Social_Diversity

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Development Tracking lateral moves, appoint- Useful for identifying bias in deve-
ments to acting roles, training and lopment.
other learning and development
participation, and other stretch
assignment opportunities by identi-
ty group.
Pay and Benefits Compare financial and non-finan- Useful for identifying bias in com- Like-for-like pay equality (equal pay
cial rewards earned by individuals pensation and reward schemes. for an equal role) obscures inequ-
from monitored groups to financial ality in opportunity.
and non-financial rewards earned
by individuals who are not mem-
bers of a monitored group.

Tracking the process Identify risk areas and prioritize Gives an overview and allows to Needs to be done on a constant
initiatives. Assess whether your evaluate the success of the strategy and long term basis
organization is on the right path to
achieving its goals. Diagnosis and
measuring success. Ex: partici-
pation in mentoring programs,
sponsorship schemes, participation
in training programs, diversity
awards, positive press.
Return on investment (ROI) The focus is on linking your diver- Complete overview Difficult to relate these elements
sity and inclusion to performance strickly to the diversity policy.
measures to the financial benefit
to the bottom line and innovation
that adds company value. Ex: num-
ber of patents or process or service
innovation, revenue was genera-
ted by new products or services,
market share, cost savings, profit
per employee.

3.4 Diversity in the workplace : Best practices

Google

Context: Google is one of the most praised companies for its diversity at the workplace and recruitment
policy which they guide through data analysis. It has notably instituted an automatic system to remove
some words or phrases from job descriptions that could bias the candidates. They also changed from a
mentality of “cultural fit” to “cultural add” with specific training to foster this mentality among employees.
In their “Retention equity program” they offer mentorship, coaching and mobility opportunities as well as
emotional and psychological support.

Result: In their report of 2020, Google has looked at data from 6 000 job postings in the last 18 months.
They have seen an increase of 11% in applications from women. Globally, in 2019, 40% of interns were
women and 24% of interns in the U.S were black + or Latinx +. Among the persons hired, 32.5% were wo-
men and 48.5% asian. 84% of the participants in the retention equity program stayed in the company. For
the second year in a row, women’s proportion in leadership positions grew reaching a percentage of 26.6%.
There is still a long way to go but the situation is constantly improving.

More information: https://kstatic.googleusercontent.com/files/25badfc6b6d1b33f3b87372ff7545d-
79261520d821e6ee9a82c4ab2de42a01216be2156bc5a60ae3337ffe7176d90b8b2b3000891ac6e-
516a650ecebf0e3f866